With an Honorable Discharge from the Army during the Vietnam Conflict, I would like to share what I feel are some key benefits of hiring veterans that have trained and performed in United States Armed Forces.
Leadership
The military trains people to accept and discharge responsibility for other people, for activities, for resources and for one's own behavior. This training and subsequent practical experience includes setting an example, giving carefully considered direction, inspiring leadership capabilities in others and continually motivating others. Most vets understand practical ways to manage and achieve goals even in the most trying circumstances and diverse environment. They are trained to lead by example as well as through direction, delegation, motivation and inspiration.
Teamwork
Almost all military activity is performed with the assistance, coordination and awareness of other persons or other units. Many military personnel serve as team leaders where they have analyzed situations and options, made appropriate decisions, given directions, followed through with a viable plan and accepted responsibility for the outcome. Most vets understand how genuine teamwork grows out of a responsibility to one's colleagues and how diverse individuals or groups can best work together to achieve overarching objectives.
Performance
One characteristic of military service is that service members must perform regardless of personal priorities and working conditions. They must do their job, do it right the first time and do it in a timely manner because others are depending on them. They are continuously setting priorities, meeting schedules and accomplishing their missions. Most vets have the capacity to know how to accomplish tasks on time and in spite of stress or adversity. They understand the importance of loyalty, dedication and perseverance.
Management
Service members know how to work under supervision and can relate and respond favorably to others. They understand accountability for their actions and for their subordinates' actions. They have learned to respect and accept legitimate authority.
Proven
Servicemen and women need to depend on one another to survive and realize their success depends on their own performance and the contribution of teammates. People who have served in the military typically are dependable, disciplined and resourseful while working long hours in non-traditional environments. Although often required to work in teams, service members are also trained to think and work independently - often for survival. This training and subsequent practical experience usually results in strong work ethic, self-dependency and the lack of need for dependencies such as alcahol, drugs and other substances.
Trustworthy
All military personnel pass rigid background checks and many have achieved some level of security clearance. This clearance can, at least, demonstrate that an individual is recognized as a trustworthy and responsible person. Companies can be confident that the majority of veterans that they hire can be trusted and depended upon to contribute to the organizations goals.
Organized
Most military operations require thorough planning and workload management. Carefully considered objectives, strengths and limitations of other people, resources, time schedules, supplies, logistics and various other factors are always considered. Highly trained servce personnel can typically research, plan, organize and implement complex plans and strategies that result in meeting defined goals and objectives.
Secure
Service members understand the considerable cost in lives, property and objectives when safety and security is ignored. Work environment safety, consern for the safety of others and the security of property are veteran benchmarks that are typiclly valuable in the traditional work or manufacturing environment.
Flexible
Service members have learned to be flexible and can adapt to meet the constantly changing needs of any situation and mission. Most vets are conditioned and practice working respectfully and cooperatively alongside others regardless of their race, ethnicity, gender, religion or mental or physical capabilities. They are often required to respond to different personalities, ethnic backbrounds, religious beliefs, and other personnel and management or leadership differences in getting the job done effectively.
Smart
Most service members have at least a General Education Development (GED) and the majority of them have high school diplomas. Many have benefitted from government subsidized programs to attended college and obtain degrees. Most veterans go through a great deal of basic and advanced individual training in almost every occupation, especially in technology. Employers can trust that veterans are trained well enough to work successfully within their organization. Most vets have the proven ability to adapt learned skills to new situations, quickly learn and integrate new skills and are conditioned to embrace lifelong personal development and continued education. Many of them possess clearly identifiable and highly transferable skills proven to achieve success.
The Vet-factor: When you find it hard to choose the right person from a qualified group of applicants - consider the vet-factor, it can make the difference.
Thursday, January 6, 2011
Sunday, July 11, 2010
Perspectives: From Success to Sugnificance
At this point in my career and this stage of my job search, I am truly embarking on a journey from success to significance. There have been many books written about the subject, and the experts tend to agree that when a man comes to the “half-way” point in his life he tends to look for a greater purpose than just working for a living.
I believe these authors and experts who say that “professional success is what we become and what we achieve when we value ourselves”. “Significance, however, is what we become and what we achieve when we value others”. John Maxwell. As a result of this belief, one aspect of my job search focuses on seeking a leadership position with a for-profit or non-profit organization that is looking for fresh perspectives and new ideas to help meet their organization’s goals and objectives. In addition to my extensive business background (refer to resume and other blog postings), I bring the following strengths to the non-profit environment.
Business Leader Mentoring
As a team counselor with “SCORE” and the “Entrepreneur Center” in Dayton, I volunteer my time to help new businesses get a successful start, help struggling businesses regain their success and help successful businesses take it to the next level. I also coach business executives on providing a productivity environment within their organization.
As a part-time instructor at the School of Advertising and Art, I mentor 2 year Associate Degree students on Marketing and Advertising History. In addition to teaching, I work with students to find jobs and jump-start their careers and help consult with the school’s leadership on program development and marketing.
Non-profit Board Leadership
As an active executive board member of Elizabeth’s New Life Center, one of the nation’s leading woman’s centers, I am directly involved in all aspects of the business and head up their everyday marketing programs. I am actively involved with both the client and donor community.
As executive board member of the Memorial Baptist Church for many years, I was instrumental in merging it with The Vineyard church to ensure that a successful church, a viable worship center and a thriving congregation remained at the corner of Main and Helena streets in Dayton.
Church Leadership
As a result of this merger, I am an active member of the lay leadership team at The Vineyard Church – Dayton Campus and am involved at many levels of church and community activity.
Volunteer Work Leadership
I helped to sponsor and start a computer lab at The Vineyard – Dayton Campus that provides access to computers for students and adults who do not have computers at home. Through the lab, we provide computer and Internet access, computer training, home work support, job search support, benefits bank counseling and other support services needed in the community.
I also initiated a city-wide Refugee Resettlement Support program that works in conjunction with area agencies and collaborates with area churches to provide support to refugee families and individuals that land in the Dayton through official government and unofficial programs.
Something More
Today’s boomer generation is the wealthiest, healthiest, best-educated and most experienced in history. As this (my) generation reaches mid-life, however, we start to feel that there is something missing in our life and our definition of success begins to change. Many of us start to feel that success is not enough and that we want our lives to count for something more. I want to fulfill my life’s purpose through a leadership position within just the right non-profit agency.
I believe these authors and experts who say that “professional success is what we become and what we achieve when we value ourselves”. “Significance, however, is what we become and what we achieve when we value others”. John Maxwell. As a result of this belief, one aspect of my job search focuses on seeking a leadership position with a for-profit or non-profit organization that is looking for fresh perspectives and new ideas to help meet their organization’s goals and objectives. In addition to my extensive business background (refer to resume and other blog postings), I bring the following strengths to the non-profit environment.
Business Leader Mentoring
As a team counselor with “SCORE” and the “Entrepreneur Center” in Dayton, I volunteer my time to help new businesses get a successful start, help struggling businesses regain their success and help successful businesses take it to the next level. I also coach business executives on providing a productivity environment within their organization.
As a part-time instructor at the School of Advertising and Art, I mentor 2 year Associate Degree students on Marketing and Advertising History. In addition to teaching, I work with students to find jobs and jump-start their careers and help consult with the school’s leadership on program development and marketing.
Non-profit Board Leadership
As an active executive board member of Elizabeth’s New Life Center, one of the nation’s leading woman’s centers, I am directly involved in all aspects of the business and head up their everyday marketing programs. I am actively involved with both the client and donor community.
As executive board member of the Memorial Baptist Church for many years, I was instrumental in merging it with The Vineyard church to ensure that a successful church, a viable worship center and a thriving congregation remained at the corner of Main and Helena streets in Dayton.
Church Leadership
As a result of this merger, I am an active member of the lay leadership team at The Vineyard Church – Dayton Campus and am involved at many levels of church and community activity.
Volunteer Work Leadership
I helped to sponsor and start a computer lab at The Vineyard – Dayton Campus that provides access to computers for students and adults who do not have computers at home. Through the lab, we provide computer and Internet access, computer training, home work support, job search support, benefits bank counseling and other support services needed in the community.
I also initiated a city-wide Refugee Resettlement Support program that works in conjunction with area agencies and collaborates with area churches to provide support to refugee families and individuals that land in the Dayton through official government and unofficial programs.
Something More
Today’s boomer generation is the wealthiest, healthiest, best-educated and most experienced in history. As this (my) generation reaches mid-life, however, we start to feel that there is something missing in our life and our definition of success begins to change. Many of us start to feel that success is not enough and that we want our lives to count for something more. I want to fulfill my life’s purpose through a leadership position within just the right non-profit agency.
Saturday, May 1, 2010
Resume Supplement: Strategic and Tactical Marketing
This resume supplement provides more detail on my strategic marketing planning and marketing initiative implementation experience. I also have extensive experience with campaign development, concept development, copy writing and graphic arts creativity in the production of marketing initiatives.
School of Advertising and Art (3 years)
In my current position as instructor, I continue to develop and deliver college level marketing curriculum that includes all elements of contemporary marketing plans. The curriculum also includes the development of a marketing plan model for small businesses by the students.
Cassano’s Inc. (5 years)
As director of business development, I was responsible for annual marketing and sales plans that defined business segments and marketing strategies. I was also responsible for quarterly (seasonal) marketing, advertising and promotion plans for the retail food service business. Working with the district and local restaurant managers, I directed the implementation of quarterly marketing plans within the multiple store chain.
Graphic Arts Experience
I have practical experience in the following graphic arts programs:
MSOffice – Powerpoint, Excel and Word
Adobe – Photoshop
Adobe – Illustrator
Adobe – InDesign
Adobe – Premier Pro (Video)
Adobe – AfterEffects (Video)
Adobe – Dreamweaver (Web)
Adobe – Audition/Sound Booth (Audio)
Marketing and Advertising Agencies – Dayton, Ohio (3 years)
In the short period that I worked on the agency side of marketing, I helped in the development of marketing and sales strategies targeted at gaining new clients and maintaining existing clients. I also spearheaded the development of a business performance (marketing) plan model that we sold to or used with our clients. This highly effective model was scalable to any size of business and customizable to the type of business. We developed an interactive multi-media CD-ROM version and a web based version that I still use today with clients.
Technology Resource Group – Dayton, Ohio (2 Years)
After returning to the Dayton market from my career with NEC, I restarted my consulting business under a new brand. I moved away from a focus on sales and sales training targeted at the telecommunication industry to broader marketing planning and plan implementation for more diverse client segments. It was during this period, that I developed the marketing plan model that became a marketable product for the agency business.
NEC America, Inc. – Dallas, Texas (13 Years)
As VP of Marketing for NEC, I managed a team of staff and graphic artists that was responsible for all of the strategic marketing planning, the development and the production of marketing and sales materials. My team included event coordinators, writers, distribution channel folks, graphic artists, product managers and other staff. This team was responsible for all marketing communications and public relations for the company throughout North America. I and my team were also responsible for the implementation of strategic marketing plans through the direct and distribution sales channels.
Telecom Resources of America - Dayton, Ohio (3 Years)
As president of Telecom Resources of America and principle consultant, I was responsible for working with many major telecom industry companies in the development and implementation of strategic marketing plans, distribution plans and tactical sales action plans. This period marked the initial research and development of the marketing plan model which would be used later in my career.
Business Telephone Systems – Columbus/Dayton, Ohio (10 Years)
Along with direct sales and sales team leadership responsibilities, I developed and helped implement strategic marketing plans for the business. We developed a single marketing plan for the entire business and individual sales action plans for each of the eight offices that we maintained in the Ohio and Indiana area.
Retail (B to C) and Commercial (B to B) Sales – Nebraska and Ohio (6 Years)
In the years previous to my entering the telecommunications industry, I spend several years in retail sales such as early era computers, audio visual equipment, cameras and film equipment and other B to B products and services. Because these were smaller business operations, I was often called upon to participate in the development of marketing plans and strategies for single locations and/or multiple location chains.
School of Advertising and Art (3 years)
In my current position as instructor, I continue to develop and deliver college level marketing curriculum that includes all elements of contemporary marketing plans. The curriculum also includes the development of a marketing plan model for small businesses by the students.
Cassano’s Inc. (5 years)
As director of business development, I was responsible for annual marketing and sales plans that defined business segments and marketing strategies. I was also responsible for quarterly (seasonal) marketing, advertising and promotion plans for the retail food service business. Working with the district and local restaurant managers, I directed the implementation of quarterly marketing plans within the multiple store chain.
Graphic Arts Experience
I have practical experience in the following graphic arts programs:
MSOffice – Powerpoint, Excel and Word
Adobe – Photoshop
Adobe – Illustrator
Adobe – InDesign
Adobe – Premier Pro (Video)
Adobe – AfterEffects (Video)
Adobe – Dreamweaver (Web)
Adobe – Audition/Sound Booth (Audio)
Marketing and Advertising Agencies – Dayton, Ohio (3 years)
In the short period that I worked on the agency side of marketing, I helped in the development of marketing and sales strategies targeted at gaining new clients and maintaining existing clients. I also spearheaded the development of a business performance (marketing) plan model that we sold to or used with our clients. This highly effective model was scalable to any size of business and customizable to the type of business. We developed an interactive multi-media CD-ROM version and a web based version that I still use today with clients.
Technology Resource Group – Dayton, Ohio (2 Years)
After returning to the Dayton market from my career with NEC, I restarted my consulting business under a new brand. I moved away from a focus on sales and sales training targeted at the telecommunication industry to broader marketing planning and plan implementation for more diverse client segments. It was during this period, that I developed the marketing plan model that became a marketable product for the agency business.
NEC America, Inc. – Dallas, Texas (13 Years)
As VP of Marketing for NEC, I managed a team of staff and graphic artists that was responsible for all of the strategic marketing planning, the development and the production of marketing and sales materials. My team included event coordinators, writers, distribution channel folks, graphic artists, product managers and other staff. This team was responsible for all marketing communications and public relations for the company throughout North America. I and my team were also responsible for the implementation of strategic marketing plans through the direct and distribution sales channels.
Telecom Resources of America - Dayton, Ohio (3 Years)
As president of Telecom Resources of America and principle consultant, I was responsible for working with many major telecom industry companies in the development and implementation of strategic marketing plans, distribution plans and tactical sales action plans. This period marked the initial research and development of the marketing plan model which would be used later in my career.
Business Telephone Systems – Columbus/Dayton, Ohio (10 Years)
Along with direct sales and sales team leadership responsibilities, I developed and helped implement strategic marketing plans for the business. We developed a single marketing plan for the entire business and individual sales action plans for each of the eight offices that we maintained in the Ohio and Indiana area.
Retail (B to C) and Commercial (B to B) Sales – Nebraska and Ohio (6 Years)
In the years previous to my entering the telecommunications industry, I spend several years in retail sales such as early era computers, audio visual equipment, cameras and film equipment and other B to B products and services. Because these were smaller business operations, I was often called upon to participate in the development of marketing plans and strategies for single locations and/or multiple location chains.
Resume Supplement: Business and Distribution Channel Development
This resume supplement provides more details on my business development, distribution channel, territory and dealer management and franchise development experience. Throughout my career, I have almost always been involved in the development of new business through the planning and launch of new offerings, new customer segments, distribution channel development or direct sales office implementation.
Cassano’s Inc – Dayton, Ohio (5 Years)
As director of business development for a retail food service restaurant chain, I developed several new revenue streams and distribution channels. I helped grow the wholesale dough business through the expansion and diversification of the existing distribution and broker network. I also developed and implemented a unique vertical market catering business in addition to researched, developed and implemented a multiple-channel franchise network.
School of Advertising Art - Dayton, Ohio (3 Years)
One of the subjects in the Marketing Course that I teach deals with B to B distribution territory, channel development and dealer management as well as B to C (retail) network development and management.
Marketing and Advertising Agencies – Dayton, Ohio (3 Years)
While working on the agency side of the marketing business, I developed a vertical market marketing program to sell agency services. I also helped develop and implement an agency distribution channel for an interactive multi-media program that we produced.
Technology Resource Group - Dayton, Ohio (3 Years)
As president of my marketing and sales consulting business, I helped small and large technology businesses to identify customer segments and new market segments. I also helped them develop and implement new distribution channel strategies through channel dealer business start-up, development and management training programs.
NEC America, Inc. - Dallas, Texas (13 Years)
As VP of marketing for the Corporate Networks Group (telecommunications), I was instrumental in identifying, developing, implementing and training the direct and dealer distribution channel in America and Canada. During my NEC career, we also acquired new product groups and new territories such as Latin America, which required business and channel development. I also developed channel promotion programs designed at increasing sales and market share through the dealer channel.
Telecom Resources of America - Dayton, Ohio (8 Years)
In addition to starting and successfully managing my own telecommunications industry consuleing business, I was directly involved in helping manufacturers develop, implement and train distribution channel dealers. I also helped train direct sales force sellers as well as authorized dealer sales representatives. We also helped manufacturers to develop dealer incentive programs to increase sales through channel outlets.
Business Telephone Systems (BTS) – Columbus and Dayton, Ohio (10 Years)
Throughout my tenure with BTS, I helped to establish direct sales offices in the Dayton and Cincinnati area. I was responsible for all aspects of establishing and managing regional sales and service offices in these markets. I was often called upon to help other start-up operation in other markets through business modeling, training and temporary management.
Retail (B to C) and Commercial (B to B) Sales – Nebraska and Ohio (6 Years)
During my time in retail sales and my initial venture into commercial sales, I was instrumental in developing new markets through the establishment of new retail store locations and local and regional direct sales offices for some of the companies that I worked for.
Saturday, January 23, 2010
Resume Supplement: Sales and Sales Management
This supplement provides more detail on a career of proven sales performance and my extensive sales management and sales training experience. Throughout my career, I have consistently paid my way and contributed to the revenue and profitability goals of my employers through personal sales, effective sales force management and or seller development and training.
School of Advertising and Art – Dayton, Ohio (3 years)
In my current position as instructor for over 3 years, I continue to develop and deliver college level marketing curriculum that includes sales approaches, sales strategies and processes.
Cassano’s Inc. - Dayton, Ohio (5 years)
As director of business development, I developed a vertical market oriented commercial catering and luncheon program and a consumer party business. As a part of that business development process, I was instrumental in the initial sales and ongoing account management of major catering accounts.
Marketing and Advertising Agencies- Dayton, Ohio (3 years)
During my short career with advertising agencies, I was instrumental in developing new agency offerings and the acquisition and management of new business accounts. As account manager, I would also work with businesses to plan, produce and implement marketing and sales initiatives within their own marketplaces.
Technology Resource Group - Dayton, Ohio (3 Years)
As president of Telecom Resource Group for 10 years, I built on my NEC experience to continue sales and sales management training and marketing consulting under an updated brand. Back in the consulting and education business, I continued to update, diversify (other types of sales) and automate (multimedia) my sales curriculum. During this timeframe, I contracted for strategic planning and executive coaching services at the senior management level as well as strategic planning and tactical program development at the marketing and sales level of all types of sales organizations.
A. Continued to update sales and sales management training curriculum
B. Developed interactive multimedia sales and sales management training programs
C. Integrated sales training with sales messages within point of sale interactive multimedia programs
Samples are available upon request
D. Worked with leading telecom industry players to develop and implement sales training and sales
management programs
E. Diversified to program development and training in all four major types of selling
F. Excellent interactive communications, speaker and motivation skills
G. Extensive experience delivering my own training material as well as packaged curriculum
H. Integrate strong presentation skills with practical experience (actual stories) and extensive
knowledge base to establish credential quickly and keep students engaged
NEC America Inc – Dallas, Texas (13 Years)
As consultant to NEC for 4 years and as Director and V.P. of Marketing for 9 years, I was instrumental in developing and delivery of sales and sales management programs for our North American, Canadian and the South American markets. These programs along with innovative marketing approaches produced substantial sales growth.
A. Developed and implemented direct and dealer sales programs to open new market places in Australia
B. Developed and implemented sales and sales management curriculum for a nation wide direct sales
force in the U.S. and Canada
C. Developed and implemented business development, sales and sales management training programs
for a nation wide dealer network
D. Founded and developed the NEC Academy for Corporate and Professional Development that is
still in operation today
E. Developed and trained on the use of interactive multimedia point of sale materials
Telecom Resources of America – Dayton, Ohio (8 Years)
As president and primary trainer for over 10 years, I provided the principle leadership and direction in the growth and success of the company while authoring and delivering a majority of the company’s telecom industry recognized sales and sales management training programs. As a result of working with several major manufacturers within the industry, leading industry organizations, plus hundred of dealers and resellers, I was able to acquire extensive sales and sales force management knowledge and training expertise.
A. Researched and wrote several industry sales and sales management manuals
B. Developed marketing, sales, and sales management seminar materials
C. Delivered marketing, sales, and sales management seminars and spoke at many industry and
business conferences on technology
D. Trained and educated hundreds of telecom industry sales and management professionals
E. Consulted with all types and sizes of telecommunications industry companies and industry leading
manufactures such as Toshiba, Inter-tel, Avia, and NEC in Australia and New Zealand
F. Authored and published numerous industry articles, white papers, and manuals on sales
Business Telephone Systems, Columbus/Dayton, Ohio (10 Years)
As director of marketing and sales, I spent over 10 years in direct sales and the developing and delivery of sales and sales force management training programs that had measurable sales, revenue and profit growth results.
A. Successfully acquired new accounts through the sale and implementation of telecommunication
systems
B. I profiled, hired, trained and managed selling teams and large regional sales forces
C. I developed a customer lifecycle sales concept that is based on two of the four types of selling
Consultative (new system sales)
Relationship (transition sales and aftermarket sales)
D. Developed and implemented sales and sales management curriculum for a regional (Ohio and Indiana)
sales force of over 25 sellers
E. Developed expensive buyer decision support material and trained sellers on how to use it
Retail (B to C) and Commercial (B to B) Sales – Nebraska and Ohio (6 Years)
Fresh out of the Army, I began my career with retail sales in camera stores. After five years of successful B to C sales and retail store management, I moved into commercial sales of office equipment, first generation computers and telecommunications systems. After building a reputation for leading edge technology sales, I moved to Ohio to help start a couple of telecommunications sales businesses. I also began my sales and sales management training career through the delivery of seminars throughout the telecommunications industry.
School of Advertising and Art – Dayton, Ohio (3 years)
In my current position as instructor for over 3 years, I continue to develop and deliver college level marketing curriculum that includes sales approaches, sales strategies and processes.
Cassano’s Inc. - Dayton, Ohio (5 years)
As director of business development, I developed a vertical market oriented commercial catering and luncheon program and a consumer party business. As a part of that business development process, I was instrumental in the initial sales and ongoing account management of major catering accounts.
Marketing and Advertising Agencies- Dayton, Ohio (3 years)
During my short career with advertising agencies, I was instrumental in developing new agency offerings and the acquisition and management of new business accounts. As account manager, I would also work with businesses to plan, produce and implement marketing and sales initiatives within their own marketplaces.
Technology Resource Group - Dayton, Ohio (3 Years)
As president of Telecom Resource Group for 10 years, I built on my NEC experience to continue sales and sales management training and marketing consulting under an updated brand. Back in the consulting and education business, I continued to update, diversify (other types of sales) and automate (multimedia) my sales curriculum. During this timeframe, I contracted for strategic planning and executive coaching services at the senior management level as well as strategic planning and tactical program development at the marketing and sales level of all types of sales organizations.
A. Continued to update sales and sales management training curriculum
B. Developed interactive multimedia sales and sales management training programs
C. Integrated sales training with sales messages within point of sale interactive multimedia programs
Samples are available upon request
D. Worked with leading telecom industry players to develop and implement sales training and sales
management programs
E. Diversified to program development and training in all four major types of selling
F. Excellent interactive communications, speaker and motivation skills
G. Extensive experience delivering my own training material as well as packaged curriculum
H. Integrate strong presentation skills with practical experience (actual stories) and extensive
knowledge base to establish credential quickly and keep students engaged
NEC America Inc – Dallas, Texas (13 Years)
As consultant to NEC for 4 years and as Director and V.P. of Marketing for 9 years, I was instrumental in developing and delivery of sales and sales management programs for our North American, Canadian and the South American markets. These programs along with innovative marketing approaches produced substantial sales growth.
A. Developed and implemented direct and dealer sales programs to open new market places in Australia
B. Developed and implemented sales and sales management curriculum for a nation wide direct sales
force in the U.S. and Canada
C. Developed and implemented business development, sales and sales management training programs
for a nation wide dealer network
D. Founded and developed the NEC Academy for Corporate and Professional Development that is
still in operation today
E. Developed and trained on the use of interactive multimedia point of sale materials
Telecom Resources of America – Dayton, Ohio (8 Years)
As president and primary trainer for over 10 years, I provided the principle leadership and direction in the growth and success of the company while authoring and delivering a majority of the company’s telecom industry recognized sales and sales management training programs. As a result of working with several major manufacturers within the industry, leading industry organizations, plus hundred of dealers and resellers, I was able to acquire extensive sales and sales force management knowledge and training expertise.
A. Researched and wrote several industry sales and sales management manuals
B. Developed marketing, sales, and sales management seminar materials
C. Delivered marketing, sales, and sales management seminars and spoke at many industry and
business conferences on technology
D. Trained and educated hundreds of telecom industry sales and management professionals
E. Consulted with all types and sizes of telecommunications industry companies and industry leading
manufactures such as Toshiba, Inter-tel, Avia, and NEC in Australia and New Zealand
F. Authored and published numerous industry articles, white papers, and manuals on sales
Business Telephone Systems, Columbus/Dayton, Ohio (10 Years)
As director of marketing and sales, I spent over 10 years in direct sales and the developing and delivery of sales and sales force management training programs that had measurable sales, revenue and profit growth results.
A. Successfully acquired new accounts through the sale and implementation of telecommunication
systems
B. I profiled, hired, trained and managed selling teams and large regional sales forces
C. I developed a customer lifecycle sales concept that is based on two of the four types of selling
Consultative (new system sales)
Relationship (transition sales and aftermarket sales)
D. Developed and implemented sales and sales management curriculum for a regional (Ohio and Indiana)
sales force of over 25 sellers
E. Developed expensive buyer decision support material and trained sellers on how to use it
Retail (B to C) and Commercial (B to B) Sales – Nebraska and Ohio (6 Years)
Fresh out of the Army, I began my career with retail sales in camera stores. After five years of successful B to C sales and retail store management, I moved into commercial sales of office equipment, first generation computers and telecommunications systems. After building a reputation for leading edge technology sales, I moved to Ohio to help start a couple of telecommunications sales businesses. I also began my sales and sales management training career through the delivery of seminars throughout the telecommunications industry.
Thursday, January 21, 2010
Personal (Business) Bibliography
This post reflects all of the references and resources that have helped to shape my business perspectives over the years. One secret to keeping pace with business is to establish a high priority and investment commitment in personal and career development. I feel that it is important to maintain a competitive edge and consistently increase my marketability by staying current with business. Throughout my career, I have attended numerous seminars, programs and training courses, continuing education programs as well as reading many of the following references. As a result, I must thank all of the business people that I have met in my life that have shared their secrets to success and to all of these authors who have shared their perspectives - they have each played a part in shaping my perspectives and my success today.
1. The Bible
2. The Greatest Salesman in the World (Og Mandino)
3. How to Develop Your Personal Selling Power (Mendal Segal)
4. Successful Cold Call Selling (Lee Boyans)
5. The 5 Great Rules Of Selling (Percy H. Whiting)
6. A Complete Manual of Professional Selling (Vince Pesce)
7. In Search Of Excellence (Thomas Peters/Robert Waterman)
8. The Sale Begins When The Customer Says No (Elmer G. Letterman)
9. The Success System That Never Fails (Stone)
10. Nice Guys Finish First (Deville)
11. Non‑Manipulative Trust‑Bond Selling (Anthony Allesandra)
12. Profitable Salesmanship In The 80's (Gary Goodman)
13. How to Outsell The Born Salesman (Collier McMillian & William Frank)
14. Confident Selling (James Fisher Jr.)
15. The Best Seller (Janet Elsea)
16. The Magic Of Thinking Big In Selling (Jon Doherty & Bob Hoehan)
17. Selling Leverage (William Exton Jr.)
18. The Success Handbook for Sales People (Paul Micali)
19. Kuesel on Closing Sales (Harry Kuesel)
20. Excellence (Dr. John Gardner)
21. Games People Play (Dr. Eric Berne)
22. I'm Ok You're Ok (Dr. Thomas Harris)
23. I Ain't Much Baby ‑ But I'm All I've Got (Dr. Less Lair)
24. The Strategy of Success (Auren Uris)
25. On Your Way To The Top In Selling (Perry Wilber)
26. The Professional Image (Susan Bixler)
27. Inside the Tornado (Geoffrey Moore)
28. New Call Selling ‑ Cold Call Success (Don Beveridge)
29. Negotiate To Close (Gary Karrass)
30. Spin Selling (Neil Rackham)
31. Situational Selling (Paul J. Kelly)
32. Consultative Selling and Key Account Selling (Mack Hanan)
33. Shut‑Up and Sell (Don Sheehan)
34. Secrets of The Master Sellers (Porter Henry)
35. Changing the Game: The New Way to Sell (Larry Wilson/Hersch Wilson)
36. The Third Force: The Psychology of Abraham Maslow (Frank G. Goble)
37. How to Win Friends and Influence People (Dale Carnegie)
38. How to Develop Self‑Confidence and Influence People By Public Speaking Dale Carnegie
39. How I Raised Myself From Failure To Success In Selling (Frank Bettger)
40. Good to Great (Jim Collins)
41. Values-Based Selling: The Art of Building High-Trust Client Relationships (Bill Bachrach)
42. The Purpose Driven Life (Rick Warren)
43. Bottom-Line Selling (Jack Malcolm)
44. Selling to VITO/Five Minutes with VITO (David Mattson)
45. How I Raised Myself from Failure to Success in Selling (Frank Bettger)
46. The Little Red Book of Selling – The Patterson Principles (Jeffrey Gitomer)
47. Selling Through Negotiation: The Handbook of Sales Negotiation Homer B. Smith (AMA)
48. The Project 50 (Tom Peters)
49. How to Master the Art of Selling – Tom Hopkins
50. The Psychology of Selling – Brian Tracy
51. Secrets of Closing the Sale and Zigler on Selling – Zig Zigler
52. Selling to Big Companies – Jill Konrath
53. The Art of War – Sun Tzu
54. The Book of the Five Rings (Miyamoto Musashi)
55. Kinesics: The Power Of Silent Command (Merlyn Cundiff)
56. The Memory Book (Harry Lorayn & Jerry Lucas)
57. Winning By Telephone (Raymond Dreyback)
58. The Four Minute Sale (Ron Willingham)
1. The Bible
2. The Greatest Salesman in the World (Og Mandino)
3. How to Develop Your Personal Selling Power (Mendal Segal)
4. Successful Cold Call Selling (Lee Boyans)
5. The 5 Great Rules Of Selling (Percy H. Whiting)
6. A Complete Manual of Professional Selling (Vince Pesce)
7. In Search Of Excellence (Thomas Peters/Robert Waterman)
8. The Sale Begins When The Customer Says No (Elmer G. Letterman)
9. The Success System That Never Fails (Stone)
10. Nice Guys Finish First (Deville)
11. Non‑Manipulative Trust‑Bond Selling (Anthony Allesandra)
12. Profitable Salesmanship In The 80's (Gary Goodman)
13. How to Outsell The Born Salesman (Collier McMillian & William Frank)
14. Confident Selling (James Fisher Jr.)
15. The Best Seller (Janet Elsea)
16. The Magic Of Thinking Big In Selling (Jon Doherty & Bob Hoehan)
17. Selling Leverage (William Exton Jr.)
18. The Success Handbook for Sales People (Paul Micali)
19. Kuesel on Closing Sales (Harry Kuesel)
20. Excellence (Dr. John Gardner)
21. Games People Play (Dr. Eric Berne)
22. I'm Ok You're Ok (Dr. Thomas Harris)
23. I Ain't Much Baby ‑ But I'm All I've Got (Dr. Less Lair)
24. The Strategy of Success (Auren Uris)
25. On Your Way To The Top In Selling (Perry Wilber)
26. The Professional Image (Susan Bixler)
27. Inside the Tornado (Geoffrey Moore)
28. New Call Selling ‑ Cold Call Success (Don Beveridge)
29. Negotiate To Close (Gary Karrass)
30. Spin Selling (Neil Rackham)
31. Situational Selling (Paul J. Kelly)
32. Consultative Selling and Key Account Selling (Mack Hanan)
33. Shut‑Up and Sell (Don Sheehan)
34. Secrets of The Master Sellers (Porter Henry)
35. Changing the Game: The New Way to Sell (Larry Wilson/Hersch Wilson)
36. The Third Force: The Psychology of Abraham Maslow (Frank G. Goble)
37. How to Win Friends and Influence People (Dale Carnegie)
38. How to Develop Self‑Confidence and Influence People By Public Speaking Dale Carnegie
39. How I Raised Myself From Failure To Success In Selling (Frank Bettger)
40. Good to Great (Jim Collins)
41. Values-Based Selling: The Art of Building High-Trust Client Relationships (Bill Bachrach)
42. The Purpose Driven Life (Rick Warren)
43. Bottom-Line Selling (Jack Malcolm)
44. Selling to VITO/Five Minutes with VITO (David Mattson)
45. How I Raised Myself from Failure to Success in Selling (Frank Bettger)
46. The Little Red Book of Selling – The Patterson Principles (Jeffrey Gitomer)
47. Selling Through Negotiation: The Handbook of Sales Negotiation Homer B. Smith (AMA)
48. The Project 50 (Tom Peters)
49. How to Master the Art of Selling – Tom Hopkins
50. The Psychology of Selling – Brian Tracy
51. Secrets of Closing the Sale and Zigler on Selling – Zig Zigler
52. Selling to Big Companies – Jill Konrath
53. The Art of War – Sun Tzu
54. The Book of the Five Rings (Miyamoto Musashi)
55. Kinesics: The Power Of Silent Command (Merlyn Cundiff)
56. The Memory Book (Harry Lorayn & Jerry Lucas)
57. Winning By Telephone (Raymond Dreyback)
58. The Four Minute Sale (Ron Willingham)
Wednesday, January 20, 2010
Perspectives: Business Operations (Back-office)
While most of my other posts focus on front-office business units and their strategies for success, this one will focus on the back office and their strategies for success. Back office business units focus on the bottom-line and incremental reductions through the prevention, reduction and control of costs.
1. Business administration centers (Executive/human resources/finance/etc.)
2. Offering production centers (Manufacturing/delivery – operations)
3. Supplier (partner) management centers
Workforce Productivity VisionIn today's fast paced and highly competitive marketplace, workforce productivity is a corporate wide, strategic business imperative that must focus resources and initiatives on delivering tangible benefits at key levels of the organization.
Corporate Cultures
In today's business environment, two basic types of corporate cultures have emerged
Activity Based (Cope) Corporate Culture (Glass half empty)Identified here are some of the key characteristics of today’s “cant-do” corporate culture. These informal and assumed attitudes, expectations, beliefs, behaviors, values and standards have typically evolved over a long period of time. They are generally fueled by negative industry, marketplace and customer experiences compounded by mission critical business mistakes. Drop me a note and ask for a detailed description of this established culture.
Results Based (Compete) Corporate Culture (Glass half full)
Identified here are some of the key characteristics of today’s “can-do” corporate culture. These clearly defined and articulated attitudes, expectations, beliefs, behaviors, values and standards tend to build on positive industry and business experiences. They continuously evolve and are often impacted by prevailing marketplace expectations and customer demands coupled with timely and accurate business decisions.
Drop me a note and ask for a detailed description of this emerging culture.
Workforce Productivity CultureWorkforce productivity is the integration of human and company resource management, organizational leadership and individual employee coaching functions into a cohesive program focused on meeting business priorities and challenges at mission critical levels of the business.
The Traditional Hire and Hope Culture (Refer to Management Perspectives Post)
This traditional culture is based on the simple premise that business success is based on chance and the chances for success can be increased with a reactive workforce productivity strategy. It is based on a tactical principle that a business typically leaves its chances for success up to individual effort and their ability to maximize that effort through responsive workforce productivity programs.
The Emerging Profile and Predict Culture (Refer to Management Perspectives Post)This contemporary culture is based on the simple premise that business success is highly predictable and a proactive workforce productivity strategy can shape that success. It is built on the strategic principle that a business can not afford to leave its success up to individual effort, they must ensure their success through workforce strategies that profile, plan and model success. Only then can individual effort become a competitive edge.
Top Line Benefit of Profile and Predict Workforce Productivity Culture
On one side of the workforce productivity value promise is the top line benefits that it can bring at mission critical levels of the organization. Each element of the program can drive short-term, tangible and long-term, intangible benefits to departments, groups, and individual employees that can generate substantial increases in performance and results.
Bottom Line Benefits of the Profile and Predict Workforce Productivity Culture
On the other side of the workforce productivity value promise is the bottom line impact that it can have on avoiding and minimizing the consequences of not having a cohesive and effective workforce productivity program in place. These short-term, tangible and long-term, intangible benefits can eliminate or reduce profit drain caused by poor recruiting, inconsistent hiring, in-effective training, high turnover and other manpower challenges.
Workforce Organization and Staffing
Maximizing workforce productivity begins with a workforce that is effectively organized. Many organizations apply a tactical approach to organizational structure instead of a strategic – planned approach at key phases of the business evolution. We begin our evaluation of your workforce productivity requirements by looking at current organizational structure priorities and challenges.
1. Organizational Structure
2. Staffing Requisitions
3. Applicant Profiling (Job descriptions)
4. Position Requisitioning
5. Applicant Sourcing
6. Internal Job Posting
7. External Candidate Searching
8. Turnover Contingency Plan
Organizational Structure - Established Hierarchy Business Infrastructures
Traditional, established hierarchy (silo) business infrastructures can generally be identified with these basic characteristics.
Inward focused (company friendly) hierarchy organizational structures
Traditional production, product or selling focused planning culture
1. Production Culture (Focus on production and cost control and reduction)
2. Product Culture (Focus on innovative offerings and competitive prices)
3. Selling Culture (Focus on marketing strategies and sales/distribution tactics)
4. Classic business development (decentralized/departmental) planning process
Organizational Structure - Emerging Virtual Business InfrastructuresContemporary, emerging virtual (dynamic) business environments can generally be identified with these basic characteristics.
Outward focused (market/consumer friendly) virtual organizational structures
Consumer and/or market focused planning culture
1. Marketplace Culture (Focus on market demands)
A. Drive customer satisfaction (needs/wants/demands)
B. Deliver customer value (products/services/experiences)
2. Customer Culture (Focus on buyer expectations) (Customer life cycle philosophy)
3. Contemporary business performance (centralized/collaborative) planning process
Workforce Hiring and Recruiting
Once effective recruiting strategies are in place, timely and accurate hiring must be implemented based on the implementation of these basic principles and strategies.
1. Application Screening
2. Candidate Interviewing
3. Candidate Profiling (Job descriptions)
4. Candidate testing
5. Record Checks
6. Validation of References
7. Candidate Selection
Workforce Orientation and Assimilation (New Employee)
Once the best match to the applicant profile and job description is hired, he/she must be brought up to speed quickly and effectively through an accelerated new employee assimilation program. This program must be personally configured to meet the specific needs of the new employee and maximize his/her performance in the shortest time. Refer to head-start program
1. Process (processing and familiarization)
2. Learn (orientation and training)
A. General (All employees)
B. Specific (Individual jobs) (Hard/job/task skills and soft/work/people skills)
3. Practice (objectives and activity) Activity tracking - Numbers
4. Perform (goals and results) Performance reporting - Ratios
Workforce Performance and Policies (All employees)The overall performance of the organization must be managed through a qualified and motivated human resources leader or team. The company wide elements of human resource management outlined here deal with the administration and maintenance of employment records and programs across the business.
1. Benefits Administration
2. Payroll Management
3. Regulatory Compliance
4. Risk Management
5. Legal Administration
6. Employee Relations
7. Personnel Management (Policy Handbook)
A. Welcome and Introduction
B. Equal Opportunity (100 series)
C. Terms of Employment (200 series)
D. Compensation and Benefits (300 series)
E. Attendance and Leave (400 series)
F. Ethics and Employee Conduct (500 series)
G. Environment and Resource Management (600 series)
Workforce Productivity and Procedures (Individual employees)
While overall organization performance is managed by the human resources group, individual employee productivity is a leadership function through department, team and group leadership. These important elements of workforce productivity are focused on the leadership, coaching and supervision of individual employees by their immediate supervisors.
1. Operations Manual (Procedures)
2. Crisis Operations Management
3. Policies and Procedures Compliance
4. Job Descriptions and Expectations
5. Leadership and Coaching (Refer to Management Perspectives Post)
6. Supervision and Control
7. Performance and Attendance
8. Reviews and Appraisals
Workforce Training and Development
Hiring qualified employees and placing them into a productivity environment is only a part of the process. To maintain maximum productivity from each and every employee, we must implement some key strategies focused on individual employee training and development.
1. Business Management (Refer to Business Management Perspectives Post)
2. Organizational Leadership
3. Employee Coaching
4. Personal Development
5. Career (job) Training
6. Sales Training (Refer to Sales Perspectives Post)
1. Business administration centers (Executive/human resources/finance/etc.)
2. Offering production centers (Manufacturing/delivery – operations)
3. Supplier (partner) management centers
Workforce Productivity VisionIn today's fast paced and highly competitive marketplace, workforce productivity is a corporate wide, strategic business imperative that must focus resources and initiatives on delivering tangible benefits at key levels of the organization.
Corporate Cultures
In today's business environment, two basic types of corporate cultures have emerged
Activity Based (Cope) Corporate Culture (Glass half empty)Identified here are some of the key characteristics of today’s “cant-do” corporate culture. These informal and assumed attitudes, expectations, beliefs, behaviors, values and standards have typically evolved over a long period of time. They are generally fueled by negative industry, marketplace and customer experiences compounded by mission critical business mistakes. Drop me a note and ask for a detailed description of this established culture.
Results Based (Compete) Corporate Culture (Glass half full)
Identified here are some of the key characteristics of today’s “can-do” corporate culture. These clearly defined and articulated attitudes, expectations, beliefs, behaviors, values and standards tend to build on positive industry and business experiences. They continuously evolve and are often impacted by prevailing marketplace expectations and customer demands coupled with timely and accurate business decisions.
Drop me a note and ask for a detailed description of this emerging culture.
Workforce Productivity CultureWorkforce productivity is the integration of human and company resource management, organizational leadership and individual employee coaching functions into a cohesive program focused on meeting business priorities and challenges at mission critical levels of the business.
The Traditional Hire and Hope Culture (Refer to Management Perspectives Post)
This traditional culture is based on the simple premise that business success is based on chance and the chances for success can be increased with a reactive workforce productivity strategy. It is based on a tactical principle that a business typically leaves its chances for success up to individual effort and their ability to maximize that effort through responsive workforce productivity programs.
The Emerging Profile and Predict Culture (Refer to Management Perspectives Post)This contemporary culture is based on the simple premise that business success is highly predictable and a proactive workforce productivity strategy can shape that success. It is built on the strategic principle that a business can not afford to leave its success up to individual effort, they must ensure their success through workforce strategies that profile, plan and model success. Only then can individual effort become a competitive edge.
Top Line Benefit of Profile and Predict Workforce Productivity Culture
On one side of the workforce productivity value promise is the top line benefits that it can bring at mission critical levels of the organization. Each element of the program can drive short-term, tangible and long-term, intangible benefits to departments, groups, and individual employees that can generate substantial increases in performance and results.
Bottom Line Benefits of the Profile and Predict Workforce Productivity Culture
On the other side of the workforce productivity value promise is the bottom line impact that it can have on avoiding and minimizing the consequences of not having a cohesive and effective workforce productivity program in place. These short-term, tangible and long-term, intangible benefits can eliminate or reduce profit drain caused by poor recruiting, inconsistent hiring, in-effective training, high turnover and other manpower challenges.
Workforce Organization and Staffing
Maximizing workforce productivity begins with a workforce that is effectively organized. Many organizations apply a tactical approach to organizational structure instead of a strategic – planned approach at key phases of the business evolution. We begin our evaluation of your workforce productivity requirements by looking at current organizational structure priorities and challenges.
1. Organizational Structure
2. Staffing Requisitions
3. Applicant Profiling (Job descriptions)
4. Position Requisitioning
5. Applicant Sourcing
6. Internal Job Posting
7. External Candidate Searching
8. Turnover Contingency Plan
Organizational Structure - Established Hierarchy Business Infrastructures
Traditional, established hierarchy (silo) business infrastructures can generally be identified with these basic characteristics.
Inward focused (company friendly) hierarchy organizational structures
Traditional production, product or selling focused planning culture
1. Production Culture (Focus on production and cost control and reduction)
2. Product Culture (Focus on innovative offerings and competitive prices)
3. Selling Culture (Focus on marketing strategies and sales/distribution tactics)
4. Classic business development (decentralized/departmental) planning process
Organizational Structure - Emerging Virtual Business InfrastructuresContemporary, emerging virtual (dynamic) business environments can generally be identified with these basic characteristics.
Outward focused (market/consumer friendly) virtual organizational structures
Consumer and/or market focused planning culture
1. Marketplace Culture (Focus on market demands)
A. Drive customer satisfaction (needs/wants/demands)
B. Deliver customer value (products/services/experiences)
2. Customer Culture (Focus on buyer expectations) (Customer life cycle philosophy)
3. Contemporary business performance (centralized/collaborative) planning process
Workforce Hiring and Recruiting
Once effective recruiting strategies are in place, timely and accurate hiring must be implemented based on the implementation of these basic principles and strategies.
1. Application Screening
2. Candidate Interviewing
3. Candidate Profiling (Job descriptions)
4. Candidate testing
5. Record Checks
6. Validation of References
7. Candidate Selection
Workforce Orientation and Assimilation (New Employee)
Once the best match to the applicant profile and job description is hired, he/she must be brought up to speed quickly and effectively through an accelerated new employee assimilation program. This program must be personally configured to meet the specific needs of the new employee and maximize his/her performance in the shortest time. Refer to head-start program
1. Process (processing and familiarization)
2. Learn (orientation and training)
A. General (All employees)
B. Specific (Individual jobs) (Hard/job/task skills and soft/work/people skills)
3. Practice (objectives and activity) Activity tracking - Numbers
4. Perform (goals and results) Performance reporting - Ratios
Workforce Performance and Policies (All employees)The overall performance of the organization must be managed through a qualified and motivated human resources leader or team. The company wide elements of human resource management outlined here deal with the administration and maintenance of employment records and programs across the business.
1. Benefits Administration
2. Payroll Management
3. Regulatory Compliance
4. Risk Management
5. Legal Administration
6. Employee Relations
7. Personnel Management (Policy Handbook)
A. Welcome and Introduction
B. Equal Opportunity (100 series)
C. Terms of Employment (200 series)
D. Compensation and Benefits (300 series)
E. Attendance and Leave (400 series)
F. Ethics and Employee Conduct (500 series)
G. Environment and Resource Management (600 series)
Workforce Productivity and Procedures (Individual employees)
While overall organization performance is managed by the human resources group, individual employee productivity is a leadership function through department, team and group leadership. These important elements of workforce productivity are focused on the leadership, coaching and supervision of individual employees by their immediate supervisors.
1. Operations Manual (Procedures)
2. Crisis Operations Management
3. Policies and Procedures Compliance
4. Job Descriptions and Expectations
5. Leadership and Coaching (Refer to Management Perspectives Post)
6. Supervision and Control
7. Performance and Attendance
8. Reviews and Appraisals
Workforce Training and Development
Hiring qualified employees and placing them into a productivity environment is only a part of the process. To maintain maximum productivity from each and every employee, we must implement some key strategies focused on individual employee training and development.
1. Business Management (Refer to Business Management Perspectives Post)
2. Organizational Leadership
3. Employee Coaching
4. Personal Development
5. Career (job) Training
6. Sales Training (Refer to Sales Perspectives Post)
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